Embed Size (px)
Citation preview
Adopted by FMB Fire Commission June 19, 2018
2018-2021 Strategic Plan
Fort Myers Beach Fire Department
Shaping our community through excellence.
P a g e | 2
2
TABLE OF CONTENTS TABLE OF CONTENTS _________________________________________________________ 2
EXECUTIVE SUMMARY _______________________________________________________ 5
Strategic Highlights __________________________________________________________________ 5 Looking Ahead _____________________________________________________________________ 5
OVERVIEW OF THE DEPARTMENT ______________________________________________ 6
Jurisdiction ________________________________________________________________________ 6 History ____________________________________________________________________________ 7 Organizational Structure ______________________________________________________________ 7 Service and Department Overview ______________________________________________________ 9
Call Volume _______________________________________________________________________ 9 Response Time ___________________________________________________________________ 10 Turnout Time _____________________________________________________________________ 10 Fire Loss/Save Data ________________________________________________________________ 11 Financial Snapshot ________________________________________________________________ 12 Major Accomplishments _____________________________________________________________ 17
STRATEGIC PLANNING OVERVIEW AND PROCESS _____________________________ 19
Why Strategic Planning ______________________________________________________________ 19 Strategic Planning and FMBFD ________________________________________________________ 20 Data Collection and Report Development Process _________________________________________ 20
STAKEHOLDER ANALYSIS ____________________________________________________ 21
External Stakeholders _______________________________________________________________ 21 Priorities _________________________________________________________________________ 21 Concerns and Feedback ____________________________________________________________ 22
Internal Stakeholder Group Findings ____________________________________________________ 23 Departmental Strengths _____________________________________________________________ 23 Departmental Weaknesses __________________________________________________________ 24 Opportunities _____________________________________________________________________ 24 Threats __________________________________________________________________________ 25
P a g e | 3
3
Usefulness of Plan _________________________________________________________________ 25
MISSION, VISION, VALUES, & BEHAVIORS _____________________________________ 26
Mission __________________________________________________________________________ 26 Vision ___________________________________________________________________________ 26 Values ___________________________________________________________________________ 26 Slogan ___________________________________________________________________________ 26
CRITICAL ISSUES AND SERVICE GAPS _________________________________________ 27
PLAN OVERVIEW ___________________________________________________________ 28
GOALS ____________________________________________________________________ 29
The Stakeholder Perspective __________________________________________________________ 29 The Financial Perspective ____________________________________________________________ 29 The Internal Operations Perspective ____________________________________________________ 29 The Employee Development & Organizational Learning Perspective ___________________________ 29 The Governance Perspective _________________________________________________________ 30
PLAN ELEMENTS IN ACTION: GOALS AND OBJECTIVES _________________________ 31
Goal-Based Plan: Objectives, Tasks, Timeframe, Responsibilities, and Measures _________________ 32
MEASURING PERFORMANCE ________________________________________________ 38
Exemplary Performance Measures _____________________________________________________ 38
SUCCESS OF THE STRATEGIC PLAN - ACHIEVING ONGOING EXCELLENCE _______ 40
ACKNOWLEDGEMENTS _____________________________________________________ 41
GLOSSARY OF TERMS AND ACRONYMS ______________________________________ 42
APPENDIX _________________________________________________________________ 43
P a g e | 4
4
Table of Figures Figure 1: FMBFD Fire Jurisdiction ........................................................................................... 6
Figure 2: Fort Myers Beach Fire Department Organizational Structure ................................... 8
Figure 3: Call Volume by Percent ............................................................................................ 9
Figure 4: Response Time by Year ......................................................................................... 10
Figure 5: 2014-2018 Turnout Time by Percent of Total ......................................................... 11
Figure 6: Loss/Save Data 2013-2018 .................................................................................... 12
Figure 7: Expenditures by Category ...................................................................................... 13
Figure 8: 2017 Expenditures by Category ............................................................................. 14
Figure 9: Assigned Reserves 2013-2017 ............................................................................... 15
Figure 10: 2017 Assigned Reserves by Category .................................................................. 15
Figure 11: Historical Millage Rates ........................................................................................ 16
Figure 12: Survey Results on Service Satisfaction ................................................................ 22
Figure 13: Strategic Plan Perspectives .................................................................................. 30
Figure 14: Rescue 31. Photo Courtesy of Island Sandpaper ................................................. 39
Table of Tables Table 1: Major Accomplishments: Last Five Years ................................................................ 17
Table 2: Data Collection & Report Development ................................................................... 20
Table 3: The Stakeholder Perspective ................................................................................... 32
Table 4: The Financial Perspective ....................................................................................... 33
Table 5: The Internal Operations Perspective ....................................................................... 34
Table 6: Employee Development & Learning ........................................................................ 36
Table 7: The Governance Perspective .................................................................................. 37
P a g e | 5
5
Strategic Highlights This 2018-2021 Fort Myers Beach Fire Department Strategic Plan features a comprehensive
perspective on the current conditions; stakeholder feedback and expectations; mission, vision,
and values; goals, objectives, and critical tasks; and measures. The underlying strategy of the
Department is to focus on a foundation of excellent service to the community, fiscal
responsibility, and employee engagement. It is through this lens that the Department will
sustain its efforts throughout the life span of this plan and much further beyond.
Looking Ahead The purpose of this Strategic Plan is to provide a guideline for decision-making throughout
the Department in the areas of budgeting, creating and administering policy, employee
behavior, and systems and processes. It is meant to be a living document that is used,
updated, amended, and revisited regularly. Both the elected of officials this organization, as
well as the administration, leadership, and operations team, desire for this plan to be
referenced regularly, resulting in a labeled, tattered, and coffee-stained document at the end
of 2021!
Matthew Love Fire Chief, Fort Myers Beach Fire Department June 19, 2018
EXECUTIVE SUMMARY
“Be strategic about productivity—do less exceptionally well, instead of
doing more in an average way.” ― Laurie Buchanan
P a g e | 6
6
OVERVIEW OF THE DEPARTMENT Jurisdiction The Fort Myers Beach Fire Department is located in Southwest Lee County, Florida, covering
the Estero and San Carlos islands as well as a portion of the contiguous mainland. The
Department is bordered by the Iona-McGregor Fire District and the Bonita Springs Fire District.
The Department covers a 10-square mile
area with 3 fire stations and an
administrative headquarters. It also
responds outside its jurisdiction through
an automatic aid and closest unit
response system.
The Department serves approximately
9,328 full-time residents.1 Seasonal
residents are estimated at 11,172 for the
Town of Fort Myers Beach.2 Finally,
estimates of visitors range from 1 to 1.8
1 United States Census. 2010 Census: Apportionment Data Map. Retrieved from: https://www.census.gov/2010census/popmap/. Reflects Town of Fort Myers Beach and Census Tracts: 19.11 Group 1, Tract 19.11 Group 2, Tract 601.01 Group 1, Tract 601.01 Group 2, and Tract 19.08 Group 1. Note that tracts and Block Groups do not correspond to the jurisdictional boundaries, and as such the population expressed here may be slightly larger than actual (by approximately 200-300 residents). Census Tract 19.08 includes population not within the jurisdictional boundaries of FMB Fire Department. The 2017 population of the Town of Fort Myers Beach is estimated to be approximately 7,077 in the last, 2017, U.S. Census estimates. 2 Season residents estimated by the number of housing units for “for seasonal, recreational, or occasional use” of 6,072 multiplied by the average household size of occupied housing units of 1.84. All estimates come from the American Community Survey published by the U.S. Census. This figure does not include seasonal residents for areas outside of the Town, for which there is no reliable data available.
Figure 1: FMBFD Fire Jurisdiction
P a g e | 7
7
million visitors each year.3 Estero Island is a well-known and highly frequented Spring Break
destination for visitors around the world.
History The District began as a volunteer fire department in 1949 by the Beach Improvement
Association, Inc. The District incorporated as the Fort Myers Beach Fire Control District in 1950
with an estimated population of 2,500 residents. Since that time, the Fort Myers Beach Fire
Control District has evolved into a professional all-hazards emergency response organization.
The Fort Myers Beach Fire Control District provides a variety of services, including fire
suppression activities, Emergency Medical Advanced Life Support (ALS) on all apparatus,
ambulance transport, technical rescue, hazardous materials incident response, and a variety
of other emergency and non-emergency services. To the general community, and throughout
day-to-day operations, the District is referred to as the Fort Myers Beach Fire Department
(FMBFD).
Organizational Structure The Fort Myers Beach Fire Department is organized into major branches and divisions to
achieve the maximum benefit in all aspects of resident and visitor needs. Fort Myers Beach
Assistant Chiefs, Directors, and Division Chiefs oversee organizational branches and divisions
to include the Operations Branch, Life Safety and Support Services Branch, Administrative
Branch, Training Division, and Emergency Medical Services Division. All branch and division
executives are responsible for overseeing the management of their areas of responsibility while
working together in achieving the organization’s operational and administrative goals.4
3 See https://visitfortmyersbeach.co/fort-myers-beach-history/. According to data from the Lee County Visitor and Convention Bureau, there were 4.8 million visitors to Lee County in 2017. See: https://www.leevcb.com/media/30082/2017-visitor-profile-and-occupancy-analysis.pdf 4 Fort Myers Beach Fire Department, http://fmbfire.org/about/
P a g e | 8
8
Figure 2: Fort Myers Beach Fire Department Organizational Structure
P a g e | 9
9
Service and Department Overview The following overview is a snapshot of the Department’s work over the last five full years.
The purpose of this analysis is to provide an overview of service trends.
Call Volume Figure 3 below outlines the last 5 years of call volume in the Department. It demonstrates that
the vast majority of response(s) are related to EMS or medical emergencies.
Figure 3: Call Volume by Percent
* Note: Data reflect April 2014 – April 2018 reflecting a portion of those year’s data
P a g e | 10
10
Response Time Figure 4 below shows Department response times to all calls. It demonstrates a consistent
response across all years at 4 minutes or less. This data is significant in that it includes
response times during peak season when traffic volume is at its worst.
Figure 4: Response Time by Year
* Note: Data reflect April 2014 – April 2018 reflecting a portion of those year’s data
Turnout Time Turnout time is described by the National Fire Protection Association as the “time interval that
begins when the emergency response facilities (ERFs) and emergency response units
(ERUs) notification process begins by either an audible alarm or visual annunciation, or both,
and ends at the beginning point of travel time.” 5 The turnout time at FMBFD is consistent
5 See: https://www.nfpa.org/codes-and-standards/all-codes-and-standards/list-of-codes-and-standards/detail?code=1710
P a g e | 11
11
across all years between 1:00 and 1:29 minutes and the vast majority well below 3:00
minutes. Figure 5 below shows the turnout time in the 2014-2018 timeframe.
Figure 5: 2014-2018 Turnout Time by Percent of Total
* Note: Data reflect April 2014 – April 2018 reflecting a portion of those year’s data
Fire Loss/Save Data Loss and Save data is a snapshot of the community’s total estimated property loss from fire,
compared to property saved from a fire. The ratio used to determine the Department’s
effectiveness is illustrated below.
Remaining Value of Improved Property
Pre-Incident Value of Improved Property
P a g e | 12
12
Saved data is an estimation that is calculated not only from what remains of the origin of a
fire, but also projects out what may have also been lost as a result of a fire not being brought
under control. While this data is an objective point of view, it should be noted that various
factors outside of the Department’s control influence this calculation. Examples of such
external factors are the type of property affected (e.g.: structure vs. motor vehicle). Fuel
loading (content), and construction types (wood frame vs. block). These values are
calculated on present day appraised “just value” as determined by the Lee County Property
Appraisers Office.
Financial Snapshot Budget Highlights
The adopted budget for year ended September 30, 2017, included a millage rate of 2.5800,
that was raised from 2.4800 in the previous year. Analysis of a three-year projection model
provided evidence that the department could sustain a constant millage rate of 2.5800 over a
three-year period (2016-2019), before reassessing the needed revenue to achieve operational
goals. This includes maintaining excellent levels of service delivery, a modest increase in
operating expenses, provisions for competitive personnel wage alterations, and fulfillment of
the capital asset sustainment and replacement plan.
Figure 6: Loss / Save Data 2013-2018
P a g e | 13
13
Financial Overview
The following charts illustrate a snapshot of expenditures by category. Figure 7 below,
Expenditures by Category, compares expenditures over the prior two years. Figure 8 compares
expenditures as a percentage by category. It should be noted, that the Sutphen Engine was
purchased in 2017; however, the expenditure is deferred to 2018 when the apparatus is
delivered from the factory and placed in service as a result of an extended build timeline. As
with most public safety organizations and as evidenced by these charts, personnel services
comprise the majority of the department’s annual expenditures.
Figure 7: Expenditures by Category
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
2015 2016 2017
Expenditures by Category
Personnel Services Operating Capital Outlay Debt Service (P&I)
P a g e | 14
14
Figure 8: 2017 Expenditures by Category
The department assigns reserves designated for specific purposes during the budgeting
process each year. In 2017, the Capital Replacement and Sustainment reserve accounts were
consolidated with the Operating Bridge reserve to allow for temporary use of the Capital
Replacement and Sustainment reserve for operating purposes during the three month period
between October 1st (the beginning of the fiscal year), and receipt of the first substantial tax
revenue distribution at the end of November. Consequently, this allowed the total reserve to
be reduced over the prior year. Figure 9: Assigned Reserves 2013-2017 compares assigned
reserves over a 5-year period. Figure 10: 2017 Assigned Reserves by Category compares the
2017 assigned reserves by category.
77%
17%
4%2%
2017 Expenditures
Personnel Services
Operating
Capital Outlay
Debt Service (P&I)
P a g e | 15
15
Figure 9: Assigned Reserves 2013-2017
Figure 10: 2017 Assigned Reserved by Category
4,000,000
4,200,000
4,400,000
4,600,000
4,800,000
5,000,000
5,200,000
5,400,000
5,600,000
DESIGNATED RESERVES
Assigned Reserves
2013 2014 2015 2016 2017
49%
20%
12%
19%
2017 Assigned Reserves
CapitalSustainment/Operating Bridge
Disaster/Emergency
Other PostEmployment Benefits
Millage Stabilization
P a g e | 16
16
Another perspective on the financial snapshot of the Department is outlined in the following
Figure 11: Historical Millage Rates, which illustrates a historical view of property values and
millage rates over the past decade. The Department has a maximum millage of 3.
Figure 11: Historical Millage Rates
-
500,000,000
1,000,000,000
1,500,000,000
2,000,000,000
2,500,000,000
3,000,000,000
3,500,000,000
4,000,000,000
4,500,000,000
5,000,000,000
-
0.5000
1.0000
1.5000
2.0000
2.5000
3.0000
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017
Property Values and Millage Assessed
Property Value Millage Rate
PropertyV
alueMill
age
Rat
e
P a g e | 17
17
Major Accomplishments The FMBFD has had significant accomplishments over the past several years. Despite
leadership changes, it has continued to generate benefits for the residents in its jurisdiction.
The following chart summarizes these successes in the categories of community, operations,
and organization. It should be noted, that several of these accomplishments overlap as a result
of the integrated nature of the fire service as a community-serving organization. In April of 2016
the organization achieved an Insurance Service Office (ISO) certification upgrade to a Level 2,
joining the top 2% of fire departments in the country with this rating. Table 1: Major Accomplishments: Last Five Years
Community Operational Organizational 2017 Hurricane Irma Preparedness,
Response, Recovery, and revising of Hurricane Policy Life Safety Division partnered with Safe Kids of Southwest Florida Coalition and hosted a free car seat check at Station 32 Fire Prevention Specialist Adams wrote an article that was published in the Southwest Florida Parent and Child Magazine regarding firework and grilling safety for the industry
$5,000 Grant received from the risk management insurance carrier for ten (10) new sets of bunker gear Purchase of new Sutphen Engine Updating Computer Infrastructure and Network Mutual Aid for large brush fires in Lehigh Acres Exhaust removal systems installed in all three (3) Fire Stations
New Mission, Vision, Values, Code of Ethics and Slogan FMBFD hosted first Annual Awards and Recognition Event
2016 Passage of Fire Ordinance 2016-001 creating life saving inspections in short-term rental properties The “Scoop” and “What’s Up” communication channels were created 1st Annual Firefighter Appreciation Family Picnic with our community partner Bayside Estates
Achieved ISO 2 Rating Department wide re-structure Rescue 31 Beach Ambulance was added to our fleet
New Fire Chief Selected FMBFD Advisory Group Implemented Chat with the Chief Implemented Re-Capitalization & Sustainment Plan established and the
P a g e | 18
18
Fire Prevention and Operations presented “Hot Car Awareness” through our local news
budget process was re-vamped.
2015 FMBFD hosted their 1st Annual Family Fun Day
FMBFD and Local 1826, District 3 ratified their contract
2014 9/11 Memorial Completed Three local businesses retrofitted their establishments with fire sprinklers (Beach Pub, Shamrock Pub, and Lahaina Inn)
Public Private Partnership with Bayside Estates to purchase three (3) Turbo Draft Appliances New Ambulances instituted
2013 Ground Breaking Ceremony was held at Station 33 for the 9/11 Memorial FMBFD held a fundraiser at the Lani Kai to raise funds for the construction of the 9/11 Memorial. Lani Kai generously donated $10,000 for the project and $15,637.26 total was raised at the event.
An Assistant Chief was hired
2012 Participating agency in EMSTAR Program Declaration by Town of Heart Disease Awareness Day on FMB
New Pre-Planning System New Fire Prevention Technology New Fire Reporting Technology
Created two new positions of Fire Prevention Specialist
P a g e | 19
19
STRATEGIC PLANNING OVERVIEW AND PROCESS Why Strategic Planning As fire departments have advanced their level of professionalism to meet the increasing
demands for excellence and efficiency in service delivery, strategic plans have become a
method to meet the needs of area residents. Strategic plans allow for policy makers such as
the Fire Commission and staff, to balance goals and trade-offs. These plans are also a way to
establish transparency and communicate priorities, constraints, and future goals. In addition,
achieving efficiency and effectiveness means that departments find ways to leverage their
activities in a way that can achieve maximum outcomes.
To accomplish this, FMBFD engaged Dr. Margaret Banyan of Public Solutions, LLC to facilitate
a process that would move the Department toward a strategy for the next three years.
Three guiding questions were used to identify priorities and activities for the current planning
process:
1. What are the current Strengths, Weaknesses, Opportunities, and Threats facing the FMBFD?
2. What new initiatives or tasks will strategically position the FMBFD to achieve its goals?
3. How do we measure the accomplishment of goals in a way that will inform future decisions?
P a g e | 20
20
Strategic Planning and FMBFD This process was adapted to meet the specific needs of FMBFD. It was designed to be inclusive
and consider all stakeholders: FMBFD Commission, employees, leadership, and community
members. Furthermore, this effort is consistent with the approach taken in other jurisdictions
and fire agencies, both in the SW Florida region and nation-wide. The planning perspective is
that strategy is evolutionary, meaning that as the organization learns what works and what does
not, it adapts and changes. As a result, so must the plan. An important feature of this Strategic
Plan is its emphasis on developing an annual review and work plan based on identified goals.
This makes the plan both a short-term tool for accountability as well as a document to achieve
strategic goals.
Data Collection and Report Development Process Development of the FMBFD Strategic Plan took place between October 2017 and May 2018.
Data collection and plan formulation took the following forms:
Table 2: Data Collection & Report Development
Data Collection and Report Development Task Date
Focus Group Staff December 19, 2017 Focus Group Leadership Team December 19, 2017 Focus Group Shift Personnel December 20, 2017 Presentation to Fire Commission December 19, 2017 Focus Group Community (Event Engagement) January 18, 2018 Focus Group: Fire Commission (facilitated by Chief Love) January 23, 2018
Online Community Survey February 19, 2018 – March
31, 2018 Focus Group: Community March 7, 2018 Individual interview March 13, 2018 Results Analysis April 1, 2018-April 15, 2018 Plan Draft April 15 – May 1, 2018
P a g e | 21
21
STAKEHOLDER ANALYSIS The planning process involved internal and external stakeholders to develop its conclusions.
What follows is a summary of the priorities, expectations, concerns, and feedback from external
stakeholders. These were generated from the focus groups, interviews, and an online
community survey. The results and analysis from the online community survey appear in
Appendix A of this document.
External Stakeholders
Priorities The data collection process revealed several priorities of external stakeholders. The responses
from community surveys were aligned through the interview and focus groups. The top priorities
of respondents were in three areas:
• Service and Service Delivery: Response Time for Medical and Fire Emergencies • Capital Expenditures: to enhance service delivery, such as technology or emergency
vehicle upgrades • Operations: Hiring and retaining quality personnel/maintaining a competitive salary
followed by ensuring financial stability
These priorities were consistent among the several questions embedded in the community
survey and focus groups. For example, the survey used forced ranking for participants to
identify priorities and asked a question about how they would spend $100 of their income on
various services. In sum, the community priorities speak to an overall desire for the Department
to maintain or enhance its good response to medical and fire emergencies, and recruit and
retain quality personnel while maintaining fiscal responsibility. Much of the feedback across all
data collection efforts showed that sacrificing good service or personnel to cut budgets was not
supported.
P a g e | 22
22
Concerns and Feedback External stakeholders were also asked about their feedback on the Department’s performance
and service to residents. The feedback was consistently good across all data collection efforts.
The community has a great deal of appreciation for the Department and its staff. Figure 12
below shows this in the results from the community survey. The greatest concerns expressed
among external stakeholders was related to ensuring organizational sustainability through
fiscal management and staff retention.
Figure 12: Survey results on service satisfaction
P a g e | 23
23
Internal Stakeholder Group Findings The internal stakeholder group processes focused on developing an assessment of the
usefulness of a strategic plan through a departmental SWOT analysis (strengths, weaknesses,
opportunities, and threats). The discussion of opportunities and threats was accompanied by a
consideration of initiatives that might better meet those threats (these are integrated into the
goals, objectives, and critical tasks matrices later in this document).
As noted above, internal stakeholders were categorized as the Fire Commission,
Administrative and support Staff, the Senior Leadership team, and Shift Personnel. The
following analysis summarizes the results in the focus groups categorized by topic. Most areas
showed overlap among the focus groups, and a consistent message that, while the Department
is doing very well, there is a need to focus on funding to support employees, equipment, and
infrastructure to ensure sustained excellence in service in the short and long term.
Departmental Strengths • Longstanding records of
meeting community needs through response, education, and involvement
• Excellence in EMS services • Proactive • Achievement of ISO 2 rating • Agency size (manageable) • Clear and collaborative
leadership • Motivated, cohesive, and unified
employee culture among line staff / shifts
• Clarity of direction • Good community relationships (businesses, residents, community organizations) • Excellent service provision with 90% employees certified as paramedics
P a g e | 24
24
• Financially sound (positive recapitalization plan for equipment) with good tax base • Existing facility location and quantity appropriate to handle service demand • Professional appearance, staff, and environment • Good hiring processes • Positive work environment • Good image (e.g., social media, website, etc.) • Diverse staff with high potential for excellence
Departmental Weaknesses • Limited resources • Inability to meet community demands for inspections and prevention related services • Resistance to increased fees • Disparity between staff and leadership (impact on morale and culture) • Communication and education throughout the organization: Fire Commission,
leadership, and line personnel • Health / wellness and training needs of employees • Sustainability (funding and equipment) • Fire Station 31 facility and other facility functionality (e.g., training, parking, storage,
longevity) • Employee retention and competition from other areas; pool of applicants smaller due to
transport nature of Department • Employee burnout • Lack of experience with fire • Leadership, systems, and training changes and turnover • Gaps in training and communication • Outdated IT infrastructure in stations and on trucks • Need for succession planning
Opportunities • Increasing redevelopment potential • Technology change • New contract with employees featuring increased promotion and steps • Opportunity to develop relationship with the public
P a g e | 25
25
• Development of alternative funding sources • Potential for revenue through community health initiatives
Threats • Increased population means increases in service demand and risk • Facility condition(s) • Development of San Carlos Island and resource implications • Low unemployment levels (threat to attracting employees) • Traffic and implications therein • Funding sustainability
Usefulness of Plan • Establishes purpose or the ‘why’ of the Department • Budget preparation • Continuity of service and governance • Community/public education, relationship, and expectation management • Communicates Department workload (call volume) and community benefit • Plan for projected growth • Positioning for accreditation • Highlight and cite national standards • Guides decision(s), priorities and helps to say ‘no’ • Establishes a foundation for performance evaluation, customer service, and
responsibilities • Forecast trends and needs
P a g e | 26
26
MISSION, VISION, VALUES, & BEHAVIORS
Mission The Mission of the Fort Myers Beach Fire Department is to
honorably serve our community by providing caring,
compassionate service through devoted professionals.
Vision The Vision of the Fort Myers Beach Fire Department is to be a
best in class organization, shaping our community through
excellence in service, changing lives in all that we do.
Values Professionalism
Loyalty
Integrity
Slogan The Slogan of the Fort Myers Beach Fire Department is:
Shaping our community through excellence.
The FMB Fire Department has been
working on the development of a
mission, vision, values, and
behaviors process prior to and during
the initiation of this Strategic Plan.
The elements were developed in an
iterative and inclusive process that
culminated in the adoption of a Policy
and Procedure titled, “Core
Elements” on 11/6/2017. The policy
outlines the application of the
mission, vision, values, slogan, and
code of ethics in the daily decision
making, and framework of the
organization. These core elements
become the framework of the
Strategic Plan through which the
priorities, goals, objectives, and tasks
of the organization are carried out.
The mission identifies that FMBFD
members are fully dedicated to the
organization’s values, sharing those
values with personal values, and
delivering service on behalf of our
values.
The vision is a concept based on the
specific components of the
community we serve, people we
serve with, and leadership of the
organization.
The values have tremendous
meaning to the members of the
FMBFD and identify the
organization’s philosophy of service.
Developing the Core Elements
P a g e | 27
27
CRITICAL ISSUES AND SERVICE GAPS
The purpose of developing a critical issues and service gaps section is to identify those areas
that, from a strategic standpoint, would most leverage the FMBFD to meet its mission and
achieve its vision. Consistent with the section below (described below), the issues and gaps
fall into five main categories or perspectives. Two of these are externally focused perspectives,
two internally focused perspectives, and one is associated with governance.
Stakeholder Financial Operational, Life Safety &
Support
Employee Growth &
Development Governance
Continued implementation of community programs
Organizational and fiscal stability
Employee wellness
Recruitment and retention of employees
Performance measurement to support sustainability
Facilities Succession planning to support retention
Integration of Strategic Plan throughout the organization
IT Infrastructure Employee training
P a g e | 28
28
PLAN OVERVIEW
Accomplishing the FMBFD vision requires the tools to organize and focus efforts. This plan
outlines Goals, Objectives, Critical Tasks, and Timelines associated with the near term (0-3
years). This plan embraces the idea that working on organizational fundamentals must be in
place for the Department to accomplish its goals. These fundamentals are financial,
operational, and employee centered.
The Plan also embraces the idea that measuring output and outcomes will yield better results
by ensuring continuous improvement, funding initiatives tied to goals, and ensuring
accountability for critical tasks.
P a g e | 29
29
GOALS Following identification of critical issues and gaps, the goals fall into five main categories, or
perspectives, consistent with a moderated Balanced Scorecard Approach. These are two
externally focused perspectives, two internally focused perspectives, and one associated with
governance. Where the Balanced Scorecard generally suggests four perspectives, governance
is important to capture the character of the Department as a public agency with an elected
body. Figure 13 below illustrates the relationship between these perspectives to one another
and the mission of the Department. The externally focused perspectives are indicated in green,
and internally focused perspectives are indicated in blue. These perspectives are described
below.
The Stakeholder Perspective The Stakeholder Perspective considers how the Department is seen by its stakeholders and is
guided by the question: “To achieve our mission, how do we want to be seen by our
stakeholders and what services help to enhance their expectations?”
The Financial Perspective The Financial Perspective considers the financial resources of the Department that are needed
to achieve the mission and is guided by the question: “To achieve our vision, how do we
succeed financially?”
The Internal Operations Perspective The Internal Operations Perspective is inward-facing, and considers what the Department must
excel at to achieve its mission.
The Employee Development & Organizational Learning Perspective This perspective is inward-facing, and considers how the Department will work with its
employees to change and improve to achieve its mission.
P a g e | 30
30
The Governance Perspective The Governance Perspective considers the way in which the Fire Commission engages its
duties to govern the Department in a way to achieve the mission. The Commission’s
responsibilities include making governance-level policy, monitoring and approving the budget,
and supervising the Fire Chief. Because the Commission has ultimate responsibility for
ensuring that the mission of the organization is achieved, governance is uniquely different from
the other perspectives. Nevertheless, the Fire Commission does have certain goals, which are
to provide oversight for the Strategic Plan and set performance measures for the organization.
Mission&
Governance
Stakeholders
Operations
Learning & Growth
Financial
Figure 13: Strategic Plan Perspectives
P a g e | 31
31
As a tool for Department management, this Strategic Plan should be considered as a living
document. It provides short-term direction for a 0-3 year period, builds a shared vision, sets
goals and objectives, and optimizes resources.
The goals listed below describe the ultimate aim, or target, of an activity. These form the logic
and ultimate direction to support activity. The goals are suitable for reporting in the context of
Department documents or in its Annual Report. Objectives are more specific in that they
describe the steps that are to be taken to accomplish the goal. Critical tasks describe activities
that staff may take to accomplish a particular objective. A Timeline and Lead is also indicated
in the tables below. It is important to note that because there is considerable overlap throughout
the agency, many staff members will be involved in accomplishing the goals, objectives, and
tasks as outlined.
The tables below are intended to provide guidance and clear activities for the upcoming
planning period as a way to address the critical gaps noted above. These activities are not
designed to be exclusive nor are they intended to constrain all Department activities. In other
words, the excellent on-going work of the agency should continue beyond what is listed here,
as well as the workload of staff to achieve daily operations in addition to those identified in this
plan, should be noted.
PLAN ELEMENTS IN ACTION: GOALS AND OBJECTIVES
P a g e | 32
32
Goal-Based Plan: Objectives, Tasks, Timeframe, Responsibilities, and Measures Table 3: The Stakeholder Perspective
Goal Objective Critical Tasks
0-6
mon
6-12
mon
12-2
4 m
on
24-3
6 m
on
Long
Ter
m Lead
Branch / Division*
1. Achieve excellence in stakeholder’s perception of safety
1.a. Measure effectiveness of existing education program to increase stakeholder’s actual and perceived sense of safety (car seat program, AED program, etc.)
Conduct evaluation of existing public education programming
Life Safety
Update education program based on evaluation findings
Continuously monitor evaluations and update programs as needed
1.b. Increase participation in and advocacy for Slumber Safe initiative
Work with local businesses and Chamber of Commerce to continue marketing and increase participation rates.
Monitor participation rates
2. Increase opportunities for stakeholder engagement
2.a. Increase educational and preparedness programs throughout the community
Plan and implement Fire Warden program into the community
Life Safety
Implement smoke detector program
Reallocate staff using revised prevention fee structure to increase child and adult education contact hours
*Abbreviated to indicate title of Branch or Division
P a g e | 33
33
Table 4: The Financial Perspective
Goal Objective Critical Tasks
0-6
mon
6-12
mon
12-2
4 m
on
24-3
6 m
on
Long
Ter
m Lead
Division/ Branch
3. Implement financial and revenue strategy to sustain current and meet future needs
3.a. Implement long term system of contributions and withdraws to maintain capital infrastructure and organizational health.
Monitor revenue to fund capital and operational needs based on existing 5-year plan
Finance &
Administrative Services
Work with the Life Safety Division to assess and revise life safety fee schedule
3.b. Proactively plan and fund a plan for facility replacement.
Develop station funding plan to meet future facility needs; identify strategy and timeline for facility replacement
Develop policies and implement funding plan to achieve facility replacement
4. Achieve operational efficiency
4.a. Develop and implement an Information Technology (IT) plan to support internal and external Department operations and administration
Establish an internal IT group to identify the information technology needs within the Department.
Operations
Information Technology
Develop IT Plan including software and hardware priority needs in stations and vehicles; address system security, budget requirements, training, and timeframes
Evaluate adopted technology for efficiency and effectiveness. Fund, monitor, and update plan
4.b. Implement enhanced systems for tracking employee time
Implement, train, and evaluate a long-tern financially sustainable Timekeeper system to semi-automate daily staffing needs, track employee payroll, leave banks, time codes, and overtime
Human Resources
Operations
P a g e | 34
34
Table 5: The Internal Operations Perspective
Goal Objective Critical Tasks
0-6
mon
6-12
mon
12-2
4 m
on
24-3
6 m
on
Long
Ter
m Lead
Division/ Branch
5. Reduce community risk
5.a. Refine and update hurricane planning and emergency response
Work with Town of Fort Myers Beach and other stakeholders to refine and update hurricane planning and other emergency response
Operations
Life Safety
Evaluate opportunities to incorporate emergency plans into Department operations
5.b. Respond to changes in plan review to ensure community safety through life safety code review
Evaluate changes in plan review process and move to internalize and centralize review
6. Efficiently and effectively respond to emergencies
6.a. Ensure appropriate personal protective equipment (PPE) and equipment needs are met for personnel
Evaluate equipment and PPE needs through Gear Program, to include gear redundancy
Operations
Develop policies for use and storage requirements for Gear Program
Procure equipment
Continuously monitor equipment needs and replace as needed
6.b. Ensure efficient and effective vehicle replacement and maintenance
Continue to update vehicle replacement plan (Initial 5-Year Capital Asset Plan)
Operations
Finance & Administrative
Services
Develop and implement long-term systems to enhance the internal program for vehicle repair and maintenance, and timely replacement
P a g e | 35
35
Table 5: Ctn- Internal Operations
Goal Objective Critical Tasks
0-6
mon
6-12
mon
12-2
4 m
on
24-3
6 m
on
36-6
0 m
on Lead
Division/ Department
7. Achieve excellent communication throughout the Department
7.a. Provide forums for enhanced organizational communication
Evaluate current communication practices
Office of the Fire Chief
Senior
Leadership Team
Identify alternative methods to ensure improved communication practices as needed
Determine effectiveness and amend practices as needed
8. Develop opportunities to meet service needs through organizational and position adjustments
8.a. Create additional station oversight, Driver Engineer (and acting) and Medical Trainer positions and enhance promotional opportunities
Adjust time requirements, training, and testing requirements to increase eligibility for and to fill gaps in the station oversight, Driver Engineer (and acting) and Medical Trainer(s) roles
Operations
P a g e | 36
36
Table 6: Employee Development & Learning
Goal Objective Critical Tasks
0-6
mon
6-12
mon
12-2
4 m
on
24-3
6 m
on
Long
Ter
m Lead
Division/ Branch
9. Recruit and train for excellence throughout the workforce
9.a. Recruit for excellence in the workforce
Implement recruiting and evaluation plan consistent with mission, vision, values, and behaviors
Fire Chief
Operations
Human
Resources Implement, evaluate, and monitor plan
9.b. Ensure all employees meet job performance requirements through fire and medical training in core competencies
Define standards and requirements to be achieved
Training
Evaluate compliance with training standard (by the employee)
Develop and implement annual training plan to ensure compliance
Monitor and evaluate progress
9.c. Ensure compensation is aligned with Department goals
Establish compensation philosophy and set goals with Fire Commission
Fire Commission
Fire Chief
Human
Resources
Implement and/or phase in pay goals through a budgetary process
10. Ensure capacity to meet staffing needs at all levels of the organization
10.a. Improve employee health through implementation of physical fitness programs and other activities
Implement performance measurement system to track and inspire physical fitness program
Training
Human
Resources Assess feasibility of peer fitness program and initiatives
Assess implications of new legislation related to mental health; implement components as appropriate and relevant
P a g e | 37
37
Table 7: The Governance Perspective
Goal Objective Critical Tasks
0-6
mon
6-12
mon
12-2
4 m
on
24-3
6 m
on
Long
Ter
m Lead
Division/ Branch
11. Utilize a strategic planning and performance management system to guide the organization to perform at a high standard
11.a. Develop and implement a strategic plan to guide Department operations and ensure continuous improvement
Finalize and adopt updated Strategic Plan Fire
Commission
Fire Chief Evaluate and report Department activities based on Strategic Plan
Update and approve annual work plan and Strategic Plan in coordination with the annual budget; incorporating new objectives, tasks, and timelines
11.b. Assess financial strategies to ensure both long term sustainability and excellent service
Work with Finance Director to continuously monitor opportunities to sustain and improve operations and meet organizational goals
Fire Chief
Finance and Administrative
Services
11.b. Develop, implement, and report on performance measures
Finalize performance dashboard measures Fire Chief
Senior Leadership
Team
Collect data to establish baseline performance measures
Establish targets for performance where feasible
Continuously monitor performance standards and amend the Strategic Plan as needed to achieve targets
Publish or report on performance dashboard measures to stakeholder audiences
P a g e | 38
38
MEASURING PERFORMANCE There are two approaches to measuring performance. The first measures
accomplishment of the goals and objectives described in the Strategic Plan. However,
because the plan requires regular review and revision to keep up with accomplishments
and environmental changes, a second approach is also required. The second approach
measures performance of the Department outcomes.
This can also be known as “Performance Measures.” Performance measures are
designed to assess the outcomes of the Department’s activities and how it achieves its
mission. Performance measures allow the Department to regularly assess its methods,
budget to achieve goals, and communicate effectively with the public. They can be
reported in the Annual Report, on the Department’s webpage, or used in an email
newsletter. Ideally, performance measures should remain consistent over time to ensure
that there is standardization from year-to-year. Ultimately, they should assess inputs,
outputs, efficiency, service quality, and outcomes.
As suggested in Goal 11, these measures should be finalized within the next several
months for data collection to begin. The following measures are commonly used in the
fire service. These suggestions may spark ideas about what to pursue and how to think
about measurement.
Exemplary Performance Measures • percent of stakeholders reporting the highest level of satisfaction with services as
measured on satisfaction survey • per capita cost of service (all services) • per capita cost of service by task (prevention, EMS, fire suppression, etc.) • rate of re-inspections • response time(s) by activity • rates of employee qualification eligibility to promote • rate of compliance with training hour requirements based on Department goals
P a g e | 39
39
• the rate of operational staff injuries • days/hours lost to unscheduled leave by employee • percent of Department employees participating in employee development
activities
Figure 14: Rescue 31. Photo Courtesy of Island Sandpaper
P a g e | 40
40
SUCCESS OF THE STRATEGIC PLAN - ACHIEVING ONGOING EXCELLENCE The success of this Strategic Plan, and ultimately FMBFD, depends on the extent to which
all members of the Department support and engage with it as a dynamic tool. The tools
and the processes described herein can unify internal, and external stakeholders in the
achievement of the FMBFD mission, vision, and values. This requires all members to use,
measure, change, and adapt the Plan with the ultimate outcome of Department success.
Success is defined in the mission statement: to honorably serve our community by
providing caring, compassionate service through devoted professionals.
P a g e | 41
41
ACKNOWLEDGEMENTS This 2018-2021 Strategic Plan focuses on the areas that FMBFD will pursue as a way to
deliver on its vision for the residents of Fort Myers Beach and surrounding jurisdiction.
To meet these challenges will require continued collaboration and communication.
Thank you to all who were involved in its development.
Acknowledgements
The Community of Fort Myers Beach, FL
Stakeholder Attendees
Survey Respondents
Fort Myers Beach Fire Department Employees
Board of Fire Commissioners
Carol Morris
Theodore R. Schindler, II
Bob Raymond
Ron Fleming
Larry Wood
Fire Chief
Chief Matthew Love
P a g e | 42
42
AED Automatic Defibrillator Device
Efficiency A performance indication where inputs are measured per unit of output (or vice versa)
Input A performance indication where the value of resources are used to produce an output (e.g., funding)
Outcome A performance indication where qualitative consequences are associated with a program or service (e.g., the ultimate benefit to the public)
Output A performance indication where a quality or number of units is produced (e.g., training hours)
Performance Measure
A specific measurable result for each goal and or program
Stakeholder Any person, group, or organization that can place a claim on, or influence the organization’s resources or outputs, is affected by those outputs, or has an interest in or expectation of the organization
Strategic Goal A broad target that defines how the agency will carry out its mission over a specific period of time
Strategic Objective A specific, measurable accomplishment required to realize the completion of a strategic goal
Vision An idealized view of a desirable and potentially achievable future state. Where or what an organization would like to be in the future
GLOSSARY OF TERMS AND ACRONYMS
P a g e | 43
43
APPENDIX
Fort Myers Beach Fire Department Community Survey Report and Open-Ended
Question Analysis
Survey Overview and Respondent Demographics
• Survey delivered 2/19/2018-3/31/2018
• Promoted through civic associations, individual contacts, and Fort Myers Beach Chamber of Commerce. Email distribution through Estero Island Taxpayer Association, Fort Myers Beach Civic Association, and individual condo associations
• Responses: 145
• Full Time Residents: 48
• Part Time Residents: 56
• “Other” 9: Landlord, property owner, investor, business manager
• 66 responses from Fort Myers Beach Zip Code: 33931
• Average Age of Respondents: 72.8
• Average Number of Adults in Household: 1.92
• Average Number of Children in Household: .39
P a g e | 44
44
Question #1* Ranked priorities 1-5
Question #2* Ranked priorities 1-5
P a g e | 45
45
Question #3* Ranked priorities 1-5
Open Ended Q#4: “Briefly, can you share why you selected these priorities? Would you add any new priorities?”
In response to this question, many of the priorities listed in the closed-ended questions were repeated. In these, support for employee recruitment, retention, and salary was most emphasized. This response included a focus on employee salaries. However, decreasing costs, increasing financial stability, and increased efficiency (such as equipment maintenance, seasonal staffing, or reducing fire truck response) was often noted. However, many respondents noted that sacrificing personnel, service, response time, or safety as a way to reduce costs was not supported. Community and firefighter safety was noted as important to respondents. Several respondents indicated support for the fire department to engage in readiness and preparedness. There were some additional comments that indicated a desire for the department to emphasize good service and response times. In some instances, this was related to locating a fire station closer to Times Square. In addition, there was some support for a fire boat and/or boat for response during flooding events. Finally, there was a good deal of support for the fire department and its staff. One respondent offered criticism related to the survey design.
P a g e | 46
46
Question #5* Respondents were allowed to pick all that applied. Percentages will add up to more than 100.
Open-Ended Q#6: “How should the Department fund any new activities or services?” In response to this question, there were far fewer open-ended responses than the previous. These responses indicated a lack of support for added taxes to provide new services, which are not already provided. Some respondents appeared to be unsure about the process of funding and understanding of community paramedicine, however, one identified it as a new revenue source. Several respondents supported increasing revenues through other sources, such as municipal, county, state, federal, fundraisers, traffic fines, nuisance alarms, or grant funds. One respondent noted the desire for lift-assist equipment. Another respondent indicated that initial and secondary inspections should not be charged, but re-inspections should carry a cost.
P a g e | 47
47
Q#7
Q#8: Open-Ended: “We would like to learn about the work the FMB Fire Department does that you see as important to citizens. Please describe work the FMB Fire Department currently does that makes a big impact”
The overwhelming feedback related to this question was that response and service in fire, and medical emergencies was the most important impact that the fire department is making. Some respondents specifically noted medical response as providing the biggest impact. Several commented on the importance and impact of community involvement and education. Several others commented on inspections and life safety, noting the important work the fire department is doing in this area. One respondent noted the good work with the present budget.
Decrease response time to fires
$23.73
Decrease response time to medical
emergencies$26.70
Increase inspectio
ns for short term
rentals$5.86
Increase response capability to marine emergencies $13.66
Meeting market compensation levels
for Firefighters & Paramedics
$22.24
Provide for in-home
paramedic visits$7.81
If you had to spend/divide $100 of your income on services, how would you spend/divide it?
P a g e | 48
48
Q#9: Open-Ended: “What is something that FMB Fire Department does not currently provide, but could provide to make a big impact”?
Respondent feedback to this question was roughly an even split between programming initiatives and equipment. There was considerable feedback related to a desire for increased community involvement, activities, and education. This included open houses, providing information to the public and visitors, and basic reporting. One respondent was interested in seeing a community notification system. Other respondents noted the desire for increased equipment, such as ambulances, to quickly reach all geographic areas, and increased capacity to respond to high rises. There were a fair number of responses related to increasing marine services and resources, such as a fire boat, or lifeguards. In addition, some noted the desire for increased life-safety programs, such as smoke alarms, and inspections (both of alarms and short-term rentals). A few responses were related to transportation safety needs.
Q#10
P a g e | 49
49
Q#11
Q#12
